together, we provide help for today and hope for tomorrow.€¦ · our vision: as a christian...

ANNUAL REPORT FOR THE YEAR 2017

Together,

we provide help for today

and hope for tomorrow.

THE COMPASS MISSION, VISION & GOALS

OUR MEMBER AND SUPPORTING CHURCHES OUR MISSION: Together, we provide help for today and hope for tomorrow.

OUR VISION: As a Christian community-based volunteer organization, we will serve all persons in

our South Mississauga area to meet immediate needs for nutritious food, encourage the

enhancement of life skills, and foster a caring community.

OUR GOALS:

1. To provide nutritious food choices for those in need. 2. To provide a variety of programs that encourage the enhancement of life skills. 3. To provide assistance in navigating necessary community and health services and supports. 4. To provide a community that offers emotional support, a caring person to listen and a safe

place to visit, while honouring the dignity of all. 5. To build a community that offers spiritual support for clients, volunteers and staff. 6. To raise awareness in our churches and the broader community for those in need. 7. To secure sufficient resources (volunteers, staff, facilities and funding) to achieve our

mission and vision, and to be good stewards of all of the resources entrusted to us.

MEMBER CHURCHES

Chartwell Baptist Church First United Church Port Credit

St. Christopher’s Catholic Church Lorne Park Baptist Church

St. Stephen’s-On-the-Hill United Church Church of St. Bride Anglican

ClearView Christian Reformed Church St. Mary Star of the Sea Catholic Church

Clarkson Road Presbyterian Church Christ Church United Church

Sheridan United Church St. Andrew’s Memorial Presbyterian Church

Trinity-St. Paul’s Anglican Church WestEdge Community Church

St. Dominic’s Catholic Church

SUPPORTING CHURCHES

Cawthra Park United Church Church of St. Mark - Lutheran

Park Royal Bible Church

CHAIR’S REPORT

“What is this place?”

"What is this place?" is a question new visitors often ask. In 2017 we held 50 community breakfasts, 50 community lunches and 20 community dinners, open to everyone. Throughout the year, one-on-one meetings with Peel addiction, housing and employment counsellors were held at The Compass. ESL classes, cooking classes, haircuts, Bible studies and distribution of fresh fruit and vegetable boxes were offered. About 250 volunteers spent 21,000 hours at The Compass helping, encouraging, listening, cleaning, cooking, food-sorting, volunteer-scheduling and organizing. A women's group met weekly at The Compass for dinner, fellowship and presentations, like Taiko drummers; the Alpha group met for three months to watch a video series and discuss Christianity; and, a men's group met weekly to hear the life experiences of a wide range people including a Canadian Navy chaplain, and a geologist who discovered a lost gold mine in Peru. About six volunteers tended four garden plots and produced about 350 pounds of tomatoes, zucchini and peppers for The Compass. They added another 350 pounds of fresh vegetables to our shelves by partnering with other community gardens in Mississauga. A small group of volunteers work to make sure our facilities are safe, clean, organized and used as efficiently as possible. It is not an easy task. All of the available space is put to full use but there are still long wait times and crowding on many market days. While the Board considers accommodation options for the future, in 2017 we approved a plan to use apartment space behind The Compass as a short-term measure to address our lack of space. Renovations did not begin in 2017 but are now underway. The Compass is also a food bank. In 2017 there were about 1,840 people in 860 households who came to The Compass for food. More than one-third of the households were new to The Compass in 2017. These are a few things The Compass did last year but falls short of an adequate explanation of who we are. The Compass is a community that provides compassion by extending God's love to whoever comes through the doors. We do this by offering help for today and hope for tomorrow. Our 15 member churches, including new church member St. Dominic's, and three supporting churches are the backbone of The Compass. Collectively, the churches provide essential spiritual, financial and volunteer support. The Compass is a volunteer run organization but we rely heavily on our three part-time employees. Trish Trapani, Market Manager, did an outstanding job managing almost 13,000 shopping trips, the distribution of 390,000 pounds of food and coordinating support services. Trish received a Canada 150 award from MP Sven Spengemann in recognition of her work in our community. Sheryl Darlington is our enthusiastic and committed Volunteer Manager. She ensures that we had enough trained volunteers available and organized to carry out the work of The Compass. Elaine McCarthy, with her many years of Compass experience, continues to provide us valuable help with training of our volunteers. We are supported by many generous people and organizations. Residents of Mississauga contributed food, time, money and encouragement. Local organizations held fund-raisers, prepared meals for 100 people, provided manpower to clean and renovate, sorted food, and held children's Christmas parties. In September, a family coordinated another very successful "Walk the Walk for The Compass", our major fund-raising event for the year and a must-attend event for all Compass supporters. The Mississauga Food Bank (TMFB) provided

The Compass with 40% of the food distributed in 2017. We would be hard pressed to serve our clients without their support. We benefit from the dedication of people like Dan Meadowcroft and his team who have raised funds for The Compass and TFMB every year for the last nine years with the Bite Before Christmas event. The Compass acknowledges the generous support of Ellen Timms and the Port Credit BIA, which raised money throughout the year and promoted The Compass at BIA events. Our MP, Sven Spengemann, and his staff held an open house food drive at Christmas. His Youth Constituency Group ran a very successful toiletry drive over the summer, providing us with items that are frequently in short supply in our market. Carolyn Parrish, City Councillor, assisted with the supply of fresh milk to support our goal of providing nutritional food. MPP for Mississauga South, Charles Sousa, promoted an annual turkey drive, enabling us to provide households with food at Christmas. The Compass has a debt of gratitude for the work of the late Jim Tovey on behalf of The Compass. In November, he spoke at a dinner held in honour of The Compass volunteers. After thanking the volunteers for their work, Jim announced that City Council made the temporary half-priced bus ticket program permanent for The Compass and other agencies. It was but one of many ways that Jim provided practical help for people who need it most. The year also brought about the tragic and sudden death of Don McDiarmid, a board member for five years, who worked tirelessly to improve and secure the future of The Compass. Their support and passion for The Compass will be missed. This is my first report as Chair. The Compass is well run at both the operational and board level. I inherited this from Pat Cullen who chaired the Compass Board for three years and oversaw the development of a strategic plan, the creation of board committees and implementation of operational processes. On behalf of the Board, thank you Pat for your service as chair and continuing support as a board member. The Compass is blessed to have a board that shares a common vision for The Compass and that works well together. Thank you, Board, for your dedication and many hours of hard work towards making The Compass a special place. Particular thanks go to board members Glenn Thompson and Kairy Macaulay who are stepping down this year; each made substantial contributions to The Compass. The Compass is much more than a sum of its parts. It cannot be defined by the number of volunteer hours or pounds of food distributed. Committed and compassionate volunteers are integral to The Compass chemistry. Programs, emotional and practical support and community are elements of something bigger. Strong local support from churches, residents, organizations, political leaders and businesses are crucial ingredients. These things make us "The Compass". David McKeown Board Chair April 2018

THE COMPASS BY THE NUMBERS

The Compass Market program was open for 149 days in 2017 and we distributed 195 tons of

food during the year.

The volume of food we provide through The Compass Market program, while important, is not

as important as the contacts we have with our clients, whether it is shopping with our clients

(12,964 trips), renewing their vouchers or meeting new clients to find out their needs and enroll

them at The Compass.

In addition to The Compass Market program, our variety of other programs provide us with an

opportunity to assist our clients and build stronger relationships, as well as providing our clients

with an opportunity to socialize and interact with each other. These programs include:

o Tuesday Lunch and Thursday Coffee Time (Breakfast) programs

o Summer BBQs and Special occasion dinners (Easter, Thanksgiving, Christmas)

o Good Food Box o Cooking classes

o ESL and literacy classes o Computer classes

o Refresh program o Men’s group

o Women’s group o Foot care and haircuts

o Income tax clinic o Alpha Christian study

We also provide our clients with access to an Employment coordinator, representatives from

Ontario Works, Supportive Housing in Peel (SHIP) and Peel Addiction Assessment & Referral

Centre (PAARC).

Based on The Compass Market program, in 2017:

o We served 1,839 different individuals from 858 client households (individuals and

families).

o 29% of these individuals were children (under 18), while 8% were seniors (65+).

o For those households reporting dietary considerations: 12% identified as diabetic, 3% as

Halal, 7% with milk allergies, 2% with peanut allergies, and 3% with seafood allergy (fish,

crustaceans or shellfish).

o For those households disclosing their housing status: 76% of our client households live in

private rental housing, 6% report living with family/friends, 7% live in social housing, 4%

own their own home and 3% report living either on the street or in emergency shelter.

o Primary sources of income for our client households was: 30% from social assistance

(Ontario Works), 24% from provincial disability plan (ODSP), 12% from employment

income (full or part-time), 12% from pension (CPP, OAS or private pension), and 9%

reported no income.

All of this important work serving our community is accomplished through the diligent work of

our Market Manager and Volunteer Manager, and an army of 250 dedicated volunteers.

TREASURER’S REPORT

THE COMPASS’ FINANCIAL PICTURE A review of 2017 by the Board of Directors

The “Operating Results” on the following page summarizes the financial situation of The Compass for 2017 compared to 2016, and 2018 budget expectations. The Auditor’s Report as provided by HVGP accompanies the operating results. The audited financial statements include the Statement of Operations, Balance Sheet, and Statement of Cash Flows and Statement of Changes in Fixed Assets. The Compass responds to the identified needs of our clients, offering a diverse range of programs along with our Food Bank. In our Market, we continue to provide protein options such as chicken, fish and ground pork. Providing fresh milk, eggs, apples, potatoes, onions and carrots are important staples that are always offered. We are truly blessed to have strong support from the churches, area businesses, individuals and the local community. Total revenues reached $408,000, which is $56,700 above 2016 and $53,500 above our budget. We are thankful for all of the ongoing strong support we receive, enabling us to continue to provide a variety of programs and product offerings to our clients. In 2017 we received two large donations - $17,500 from the Pinball Clemons Foundation, and $25,000 from another Foundation. Our overall operating expenditures of $357,000 were $16,400 more than in 2016. The expenditure increase in 2017 over 2016 was primarily due to spending more on food for clients, and in preparation costs for our upcoming renovation. We still closely matched our budgeted amounts. Thanks in part to the two large donations, we recorded a surplus of just over $48,000 in 2017. 2018 budget We are forecasting our revenues at $367,700, to match actual 2017 revenues after adjusting for the two large donations. We expect our existing client programs and services to carry on throughout 2018, with similar expenditures as 2017. With the ongoing financial challenges our clients face, we believe that the demands on our Market will be at least at the current level. We have introduced a 'Critical Commodities' program, where churches, groups and individuals have committed to providing a specific item for the year, thereby decreasing expenditures for The Compass and ensuring a continuing supply of critical items for our clients. To date, we have identified shampoo, toilet paper, tea, diapers, jam, canned meats, instant coffee, granola bars, and canned stew and chili as critical commodities. Spending amounts and allocations are adjusted as changes are identified in products provided from donations and The Mississauga Food Bank This budget provides total expenditures 5% above 2017 actual results. Overall, the 2018 budget shows a conservative deficiency of $4,900 which is well within our capacity to absorb.

2016 2018

Actual Budget Actual Budget

Operating revenues

Contributions by supporting churches 102,969$ 100,000$ 104,832$ 100,000$

Donations from individuals and organizations 192,656 187,000 238,870 199,000

Proceeds from fund-raising and other 55,716 67,500 64,326 68,700

351,341 354,500 408,028 367,700

Operating expenditures

Food, supplies, bus tickets for clients 100,109 105,000 117,809 109,500

Client programs 16,240 19,450 14,163 16,400

Administration, training, audit, fundraising 24,876 20,300 19,990 20,550

Occupancy: rent, utilities, insurance, repairs 102,262 100,150 95,609 114,000

Building Renovation - - 11,999 -

Staff compensation and benefits 97,097 106,131 97,406 112,169

Total 340,584 351,031 356,976 372,619

Excess of Operating revenues over expenditures,

or (deficit) 10,757 3,469 51,052 (4,919)

Capital Fund expenditures

Equipment (freezers, fridges, software) 11,423 800 2,942 -

Excess (deficiency) of revenues over expenditures (666)$ 2,669$ 48,110$ (4,919)$

LAKESHORE COMMUNITY OUTREACH CENTRE INC.

operating as THE COMPASS

OPERATING RESULTS

For the years ending December 31

2017

LAKESHORECOMMUNITYOUTREACHCENTREINC.(OPERATINGASTHECOMPASS)

FinancialStatementsDecember31,2017

LAKESHORE COMMUNITY OUTREACH CENTRE INC. (OPERATING AS THE COMPASS) BALANCE SHEET December 31, 2017

Notes 2017 2016

ASSETS CURRENT Cash 28 238,443 191,720 Guaranteed investment certificates 2 50,000 50,000 Accounts receivabie 14,421 9,704 Advances and deposits 11,038 7,471

313,902 258,895

DEPOSITS - 3.424

93 313,902 262,319

LIABILITIES CURRENT Accounts payable and accrued liabilities S 4,291 5,818 Deferred revenue 5,000 —

9,291 5,818

COMMITMENTS 4

NET ASSETS Operating fund 183,466 135,356 internally restricted fund 121,145 121,145

304,611. 256,501

‘.5 313,902 262,319

Approvfad by the Board:

I’

...... “Qéé%;Q._1.......Director

~~~~

See accompanying notes


STATEMENTOFCHANGESINNETASSETSFortheyearendedendedDecember31,2017

Operatingfund

Internallyrestricted

fundTotal2017

Total2016

BALANCE,beginningofyear $ 135,356 $ 121,145 $ 256,501 $ 257,167

Excessofrevenueoverexpenditures 48,110 - 48,110 (666)

BALANCE,endofyear $ 183,466 $ 121,145 $ 304,611 $ 256,501

Seeaccompanyingnotes 3


STATEMENTOFOPERATIONSFortheyearendedDecember31,2017

Note 2017 2016

REVENUEDonationsfromindividualsandorganizations $ 238,870 $ 192,656Contributionsbysupportingchurches 104,832 102,969Fund-raisingevents 55,182 46,870Grants 5,326 4,062Propertytaxrebatesandother 3,443 3,269Investmentincome 375 1,515

408,028 351,341

EXPENDITURESFoodandsuppliesforclients 108,650 87,218Staffcompensationandbenefits 97,406 97,097Occupancy 95,595 97,882Administration 14,080 16,384Buildingdevelopment 11,999 1,419Busticketsforclients 9,159 12,891Otherclientprograms 8,335 10,368Women&men'sprograms 5,828 5,872Professionalfees 3,314 2,896Fundraisingexpenses 1,944 3,974Publicity 652 203Alternations,equipmentandfurnishings 14 4,380

356,976 340,584

EXCESSOFREVENUEOVEREXPENDITURESBEFOREUNDERNOTEDITEMS 51,052 10,757

CAPITALASSETEXPENDITURES 3 (2,942) (11,423)

EXCESS(DEFICIENCY)OFREVENUEOVER

EXPENDITURESFORTHEYEAR $ 48,110 $ (666)



STATEMENTOFCASHFLOWSFortheyearendedDecember31,2017

2017 2016

OPERATINGACTIVITIESExcess(deficiency)ofrevenueoverexpenditures $ 48,110 $ (666)Netchangeinnon-cashworkingcapitalitems:Accountsreceivable (4,717) 2,826Advancesanddeposits (3,566) (2,232)Guaranteedinvestmentcertificates - 60,000Deposits 3,424 -Accountspayableandaccruedliabilities (1,528) (5,047)Deferredrevenue 5,000 -

46,723 54,881

INCREASEINCASH 46,723 54,881

CASH,beginningofyear 191,720 136,839

CASH,endofyear $ 238,443 $ 191,720



NOTESTOTHEFINANCIALSTATEMENTSDecember31,2017

DESCRIPTIONOFBUSINESS

Lakeshore CommunityOutreach Centre Inc. (Operating as The Compass), is a not-for-profitorganization (hereinafter, "the Organization") incorporatedwithout share capital under theOntario corporations act.TheOrganization is a registered charitableorganizationunder theIncomeTaxActandisexemptfromincometaxes.

ThemissionoftheOrganizationistohelppeopleinsouthernMississaugawhoareexperiencingeconomic, socialor emotional challenges.TheOrganizationassists in the reliefofpovertybyprovidingfoodandotherbasicsuppliestopersonsinneed,conductsvariedprogramsforthemandservesasavenueforfellowship,encouragementandsupport.

1 SIGNIFICANTACCOUNTINGPOLICIES

These financial statementswere prepared in accordancewith Canadian generally acceptedaccounting principles applying accounting standards for not-for-profit organizations andincludethefollowingsignificantaccountingpolicies:

Fundaccounting

The Organization follows the restricted fund method of accounting and the financialstatementsincludethefollowingfunds:

InternallyRestrictedFundThe board of directors have established an internally restricted fund as a contingency tosustaincurrentservicestoclientsandcapitalexpenditures.Additionsandexpendituresfromthisinternallyrestrictedfundmustbeapprovedbytheboardofdirectors.

UnrestrictedOperatingFundThe Unrestricted Operating Fund accounts for the Organizations general operations andactivities.Thefundreportsunrestrictedresources.

6



1 SIGNIFICANTACCOUNTINGPOLICIEScontinuedRevenuerecognition

The Organization follows the deferral method of accounting for contributions. Restrictedcontributions are recognized as revenue in the year inwhich the related expenditures areincurred.Unrestricted contributions are recognized as revenuewhen receivedor receivablewhen the amount to be received can be reasonably estimated and collection is reasonablyassured.

GiftsinkindarerecordedasrevenueattheirestimatedfairvaluewhendistributedorusedbytheOrganization.

Government grants pertinent to specific projects are recognized as revenue as the relatedprojectexpensesareincurred.

Capitalassets

Capitalassetsarerecordedasexpensesintheyeartheyareacquired.

Contributedservices

Volunteers contribute many hours each year in carrying out the Organization's activities.Accomplishing theOrganization'sobjectiveswouldnotbepossiblewithout theirdedication.Becauseofthedifficultyofdeterminingtheirfairvalue,contributedservicesarenotrecognizedinthefinancialstatements.

Measurementuncertainty

ThepreparationoffinancialstatementsinconformitywithCanadianaccountingstandardsfornot-for-profit organizations requiresmanagement tomake estimates and assumptions thataffectthereportedamountsofassetsandliabilitiesandthedisclosureofcontingentassetsandliabilities at thedateof the financial statements and the reportedamountsof revenuesandexpenses during the reporting period. These estimates are reviewed periodically andadjustmentsaremadetoincomeasappropriateintheperiodtheybecomeknown.Duetotheinherentuncertaintyinmakingestimates,actualresultscoulddifferfromthoseestimates.

7



1 SIGNIFICANTACCOUNTINGPOLICIEScontinuedFinancialinstrumentclassification

TheOrganization initiallymeasures its financialassetsand liabilitiesat fairvalue,except forcertainnon-arm'slengthtransactions.

The Organization subsequently measures all its financial assets and financial liabilities atamortizedcost.

Financial assets measured at amortized cost include cash and guaranteed investmentcertificates.

Financial liabilities measured at amortized cost include accounts payable and accruedliabilities.

2 GUARANTEEDINVESTMENTCERTIFICATES

Short term investments are comprised of cashable guaranteed investment certificatesmaturingatDecember2019at interestratesof0.80% to0.85%.Marketvalueapproximatescarryingvalue.

3 CAPITALASSETS

Theorganization'scapitalassetsconsistofleaseholdimprovements,furnitureandequipmentandsoftware.Thecapitalassetsexpensedintheyearwere$2,942(2016-$11,423).

4 COMMITMENTS

TheOrganization iscommittedundertwoproperty leaseagreements,exclusiveofoccupancycostsfor:

2018 $ 51,186

8



5 FINANCIALINSTRUMENTS

Transactions in financial instruments may result in an entity assuming or transferring toanother party one ormore of the financial risks describedbelow.The requireddisclosuresprovide information that assist users of financial statements in assessing the extentof riskrelatedtofinancialinstruments.

Marketrisk

Market risk is the risk that the value of a financial instrumentwill fluctuate as a result ofchangesinmarketprices,whetherthefactorsarespecifictotheinstrumentorallinstrumentstradedinthemarket.

Interestraterisk

The Organization is exposed to interest rate risk. Interest rate risk is the risk that theOrganization has interest rate exposure on its guaranteed investment certificates. Thisexposuremayhaveaneffecton itsearnings in futureperiods. TheOrganizationreduces itsexposure to interest rate risk bymanaging itsguaranteed investmentcertificates toensurefundsareavailablewhenneeded.The investmentpolicy isprimarilydirected toreduceriskandinterestearnedisofsecondaryimportance.IntheopinionofmanagementtheinterestrateriskexposuretotheOrganizationlow.Theriskisunchangedfromtheprioryear.

6 COMPARATIVEFIGURES

The financial statements have been reclassified, where applicable, to conform to thepresentationusedinthecurrentyear.Thechangesdonotaffectprioryearearnings.

9

together, we provide help for today and hope for tomorrow.€¦ · our vision: as a christian...

Documents